A STRUCTURAL EQUATION MODEL OF ORGANIZATIONAL PERFORMANCE OF AIRPORTS OF THAILAND PUBLIC COMPANY LIMITED
DOI:
https://doi.org/10.14456/apsr.2023.8Keywords:
Organizational Performance, Dynamic Capability, Airports of ThailandAbstract
The objectives of this research were 1) to study the level of organizational culture, organizational learning, transformational leadership, dynamic capability, human resource management practices, and organizational performance; and 2) to study the influence of organizational culture, organizational learning, transformational leadership, dynamic capability, and human resource management practices on organizational performance. This research used the quantitative research method. The sample group was staff working at the Airports of Thailand: Suvarnabhumi International Airport, Don Mueang International Airport, Phuket International Airport, Chiang Mai International Airport, Hat Yai International Airport and Mae Fah Luang Chiang Rai International Airport for a total of 440 persons stratified random sampling was employed in this study. The data were collected with questionnaires and analyzed with descriptive statistic and structural equation modeling. The results revealed that 1) organizational culture, organizational learning, transformational leadership, dynamic capability, human resource management practices, and organizational performance were rated at high level; and 2) organizational culture, organizational learning, and dynamic capability have a direct influence on organizational performance, while transformational leadership and human resource management practices have on indirect influence on organizational performance. The results of this research executives of Airports of Thailand Public Company Limited, as well as other organizations can apply the results of this research: to be used as a guideline for improving the performance of the organization both in terms of policy and operation in all airports responsible and to plan the operation for efficiency and further performance.
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